How To Roll Out A Global Cloud Training Project
Implementation projects of a global ERP have always been accompanied with at least some training on the new tool used. The training was traditionally done in a classroom setting for HR users and e-learning courses or documentation for employees and managers. However, with the advent of cloud tools such as SuccessFactors, this way of working is no longer the norm.
The change management activities on a Cloud solution differ from that conducted on ERPs systems. Cloud solutions are more intuitive and meet modern navigation rules. The navigation is intuitive and consistent and search capabilities are near to a Google user experience. Users are quickly accustomed to them and adoption is much faster. Does this mean that training sessions are no longer needed?
Trainings do not disappear, far from it, but their shape is redefined. Training sessions no longer need to be very long, within days HR users are able to perform all the necessary actions, where in the past it would have taken one or two weeks. As for employees and managers, some explanatory materials are sufficient for most actions. E-learning courses are no longer needed and the training can be entirely distance-given without significant loss of quality.
So is the change management budget reduced? In fact, if budgets are reduced, they remain proportional to 10-15% of the total effort. There are several reasons for this situation:
1. Cloud projects are always accompanied by a process change. It is necessary to document and explain them to end users. What is gained on the navigation explanation during training sessions should now be invested in explaining new processes.
2. Training is still required for end users to be confident with the new solution. It remains a powerful tool to secure local teams knowledge and reassures them that they will get full support during the implementation phase and after go live.
3. Training is more flexible. Recurrent sessions are organized throughout the project phases to different teams. There are no longer clearly defined training periods.
As a result, the training costs are slightly reduced but are not negligible. The establishment of new global processes needs also to be accompanied by an important training effort. What is saved on navigation and “how to” questions need to be spent on process training.